Employees with less than six months of tenure have the lowest intent to stay at their organization !
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? The new-job honeymoon phase has vanished : Last in, first out? It’s becoming more common.
More than a third (39%) of employees indicated they would leave their employer within the next 12 months, a six-point increase from last year, and the largest change in intent to stay compared to last year. Also frontline employees are the most unhappy, poorly supported, and least trusting and about AI in the workplace, the more senior employees are, the more willing they are to accept AI, according to a new interesting research about Employee Experience (EX) trends published by Qualtrics using data from 36,872 full-time and part-time employees from 32 countries and 28 industries.
?New hires have worse KPIs scores
Researchers noticed that new hires report worse KPI scores than tenured employees across the board - employees with 6 months of tenure have the lowest levels of:
? Engagement (65% vs 68% for all others)
?Well-being (66% vs 72% for all others)
? Inclusion (66% vs 73% for all others)
? Intent to stay (38% vs 65% for all others)
Researchers suggest the following solutions to increase KPI scores for new hires:
?? Onboarding needs to be reprioritized and rebuilt
An effective onboarding program ensures that new employees are set up for success to deliver value to the organization. However, employees with less than six months of tenure are often excluded from annual engagement surveys, underlining the importance of the onboarding process having its own listening program.
?? Employers must align new employee experiences with expectations
To close this experience gap, organizations must align and perhaps redesign their new employee experience programs to ensure they meet the expectations of incoming talent.
?? Employees need growth from day one
Year over year, growth and development remains one of the most important areas for employees, but currently ranks near the bottom (#20 out of 25 themes) in terms of how well organizations are acting on this desire.
?Frontline workers are the most unhappy employees
Researchers found that frontline workers – that is, employees who work directly with customers, constituents, patients, or students – are in the midst of a trifecta of workplace woes. These employees are the most unhappy, poorly supported, and least trusting.
They’re not getting their basic needs met from their organizations so only:
1?? 50% of them are happy with their pay and benefits
2?? 60% are satisfied with their career development
3?? 61% feel sufficiently recognized
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??These figures are on average 10 points lower than those of non-frontline employees.
They clearly lack the support they need to do a great job and a voice to drive improvements and they’re less trusting of leadership, and don’t feel empowered to speak their mind
?Employees would rather AI assist them than manage them
?? Researchers noticed that the more senior employees are, the more willing they are to accept AI.
They noticed that 65% of the C-suite said they were open to using AI versus 46% of managers. On the other hand, if they’re disengaged, distrust their organization, or feel (or have been told) their job is replaceable, they’re more likely to have a negative perception of AI. This lends to what many employees believe is the ultimate negative impact of AI: replacing jobs entirely.
?? Researchers found that employees are more open to the types of AI that they can control and direct, but are less accepting when they’re being evaluated or have higher impact on their career and livelihood.
?? Finally researchers conclude that this study revealed where both new experience gaps are emerging and old ones persist. They provide some great recommendations broken down by leader type and some effective ways to close those gaps and move the needle on the EX KPIs that matter most to your organization:
For CEOs:
For CHROs and HR executives:
For HR Leaders:
For Frontline managers:
3. Support employee growth and development: Get to know your employees’ unique skills and abilities and encourage your team to share ideas on new and better ways of doing things
Thank you ?? Qualtrics researchers team for these insightful findings:
Antonio Pangallo, Ph.D. Cecelia Herbert ?? Benjamin Granger Matt Evans Sarah Marrs Haley Rushing Alexander Mendoza Jared Shorts and all persons cited in this report: Farren Roper Vanessa Kowollik Lucas Engels
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Culture & Inclusion Leader | Conference Speaker | Connector | Author of 40 Day Reset
1 周My former company employed an idea I never saw previously - an Onboarding Buddy. Such a simple and sustaining idea; I am still friends with my buddy!
Executive Leadership and Business Coach helping leaders enjoy sustainable success on their terms | Speaker | Author
1 年While everyone agrees onboarding is critical, when I ask how long their onboarding process is, the most common answers are between 2 days and 2 weeks. In my opinion, anything less than 90 days is inadequate to fully onboard a good hire.
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
1 年Thank you for sharing these fascinating insights into employee experience trends Nicolas BEHBAHANI Yes, the overall Employee Engagement Score has stagnated in India also (Ref. M/s Kincentric research), employees are looking for some new MAGIC (Meaning, Autonomy, Growth, Impact, and Connection) On the Qualtrics Research - Thanks, wanted to understand the current pain points with Soln. ?? It's clear that there's a lot to unpack here, from the changing intent to stay among employees to the role of AI in the workplace. ?? The suggestions to improve KPI scores for new hires by Qualtrics & the importance of effective onboarding are crucial. ?? It's also interesting to see how employees' acceptance of AI varies with their seniority. ? The breakdown of recommendations for leaders at different levels is valuable.
Talent Acquisition Lead, EMEA | SAP Supply Chain, Logistics, Global Trade & Integrated Business Planning @ ArchLynk, Europe
1 年Fantastic insights here Nicolas, thanks for sharing. The recommendations are definitely valid too - but I do believe that there should be an emphasis on having a positive, progressive culture as well. Living and breathing the company EVP/culture comes first - companies need to deliver on their promises to employees in order to gain that trust from day one. Provide a good benefits structure with the health and well-being of the individual at its core. On the back of that, work to improve employees' sense of 'belonging' - to include employee pulse surveys on what's working/isn't working, a relatively flat hierarchy, accessibility to empathic leadership etc. Listen to the employees. As a new hire, walking into a diverse environment where most (if not all) people are relatively happy is what most people are looking for these days! Companies must promote employees being able to bring their whole self - with whatever 'differences' they have - to work as well. In short, being more 'human' is the future and will increase engagement for everyone - new hire or otherwise.
Schocking!!